What new jobs will exist by 2030?
How we will work in 2030
The future of work has already begun at Drees & Sommer. As CIO.de reported, the management consultancy has abolished permanently assigned jobs at its Stuttgart location. When you come in, you take your belongings out of a locker and sit down at any free desk. Everything about personnel management on CIO.de
The consultants are thus anticipating a trend that will also reach most other companies in the coming years. At least that is a result of the study "Fast Forward 2030", the real estate service providers CBRE and Genesis.
The most important reason for the development: The 'War for Talents' will be waged so hard in 14 years that employers have to create a lovely feel-good atmosphere in the offices in order to keep good people or to attract even better people.
The strategy consultants at Roland Berger, who recently addressed this topic with a focus on the compatibility of work and career, also recommend something similar.
Compatibility can generally be described as THE key term when it comes to the future of our work. However, the person no longer has to be compatible with the wishes and goals of his employer, but the job has to be compatible with the longing for self-determination, maximum freedom, creativity and sufficient free time.
- Peter Meyerhans, CIO of Drees & Sommer ...
... provided a completely new IT infrastructure for the modern office organization. Since employees no longer have their own permanent workplace, they have to be found quickly via the intranet, because there is not always time to search the entire office building for them. Regardless of where you log on to the PC, the profile on the in-house intranet immediately shows where you are sitting. The telephone number, however, remains the same. “In the evening, the connection is automatically disconnected, so that an employee is not logged on to two workstations if he forgets to log out,” explains Meyerhans.
- A beautiful new world of work at Drees & Sommer
The working world of tomorrow will be less characterized by routine work and more dynamic and digital. The example of Drees & Sommer shows what a flexible office organization can look like and how this new requirement can be met.
- Desk sharing ...
... is the central principle of the new office concept: Employees are encouraged to look for a different job every day. They bring their laptop, their work documents and personal items with them in a roll container.
- The multizone concept ...
... combines all types of workstations: conference rooms, telephone booths, desk sharing workstations - screened off or in an open space. All employees are job nomads, including the bosses. Only the assistants have fixed desks.
- Marketplace cafeteria
In the heart of the office building, Drees & Sommer employees can meet in pairs, for a stand-up meeting or in large groups. You can go to a retreat behind it or watch football together after work.
- Uwe Tyralla, architect and senior project partner
The new office organization should not only offer space for more employees, but also a better quality of life. Keyword employer branding, as Tyralla explains: "In the struggle for skilled workers, we have to offer our employees an environment in which they feel comfortable." In addition, employees are more willing to perform and feel more attached to the company.
- Who needs rest ...
... looks for one of the cabins.
- Classic conference rooms
Soundproof meeting rooms in various sizes are available to employees for discussions and discussions. You still have eye contact with your other colleagues: all rooms are glazed.
- Also larger discussion groups ...
... find their place.
The main drivers for these wishes are the megatrends of individualization and digitization. In order to find out what that means in concrete terms for the working world of the future, the authors of the "Fast Forward 2030" study did not ask as many standardized questions as possible as usual, but instead interviewed 220 experts, managers and young professionals in detail individually. The young people - potential leaders in 2030 - were divided into so-called focus groups in eleven cities around the world.
Although there are regional differences in the statements about the future of work, the desire for greater freedom of decision and development and for the meaningfulness of every activity is global.
The demands are high, at the same time the number of available talents is falling for demographic reasons. It is therefore logical that the experts and managers surveyed see the fight for these talents as their most important - and at the same time most difficult - future task.
Digital natives hardly able to communicate efficiently
From the point of view of the employees, the authors write, work is increasingly becoming a consumer experience, and accordingly it should be as perfect and as exciting as possible.
But an employer and a work environment not only have to deal with the wishes, but also with the typical weaknesses of digital natives. Quote: "They lose the ability to express themselves verbally, but they can manage large networks, take in a great deal of information and filter it efficiently." Everything about networks on CIO.de
In any case, the authors add, there is also the concern that "young employees hardly develop the ability to communicate efficiently between people" as a result of the study.
Combine startup culture with traditional hierarchy
One of the executives surveyed summed up the associated challenge drastically: "We have to get this generation out of the isolation created by their many devices. In the future, those organizations will have an advantage that can teach young people when it is time to turn off the gadget and just chat. "
However, everything has two sides, that is to say, organizations should also make use of the skills of young people. Specifically: "In 2030, managers must be able to combine the dynamics of a startup culture with the efficiency of traditional hierarchies."
One size fits nobody
And they have to decide which areas and which know-how to keep in their own hands and what to outsource. The internal workplaces will also change significantly.
The authors do not take good care of the status quo: "With a few notable exceptions, most work environments of the past 30 years have been dull, demotivating and completely unsuitable for promoting teamwork and creativity. The attempt to find one-size-fits-all solutions created, led in the end to one size fits nobody jobs. "
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